For organisations to become "learning networks of individuals creating value" is a great ideal. But it is not going to happen by itself.
For individuals in the organisation to form learning networks, they need to know the direction of learning that the organisation wants, and have the tools to validate that learning.
The Lean Start-up movement has popularised a number of tools for validated learning. But how do we go from an Organisational Vision all the way to the hypotheses needed to provide the boundaries for day-to-day work throughout an organisation?
My preferred outcome for this session would be a few examples of vision statements translated to hypotheses for different levels and departments of larger organisations in such a way that they would provide clear guidance and direction, while creating as much room for insight and initiative as posible.